By Felicity Steadman and Marion Shaer

Employee well-being is a key factor in determining an organisation's long-term effectiveness. Many studies show a direct link between productivity levels and the general health and well-being of the workforce. The challenges related to talent management and talent retention are also impacted by employees’ sense of welfare.

Measures to manage workplace well-being aim to complement occupational safety and health measures, making sure workers are safe, healthy, satisfied and engaged at work.

Managers are responsible for companies achieving their strategic imperatives and without being able to influence employees and nurture talent, there is an increased chance that they will not achieve targets.  Managers play a vital role in determining the health, well-being, and engagement of employees. They also play an essential part in managing particular people-related issues such as bereavement, conflict, sickness absence and mental health problems, each of which can have a negative impact on employee health, well-being, and engagement if not well managed.

Research conducted by the Chartered Institute of Personnel and Development (CIPD)[2] has identified five key competencies that are important for line managers to have to be able to support the health, well-being, and engagement of those who work for them:

• Being open, fair and consistent
• Handling conflict and people management issues
• Providing knowledge, clarity and guidance
• Building and sustaining relationships
• Supporting development

Conflict management skills do not come naturally to all managers and the saying that "employees do not leave their jobs, they leave their managers", is reason enough that managers should be skilled conflict managers and dispute resolvers. We each have a particular style when it comes to managing conflict. Managers who prefer to avoid or accommodate conflict may forestall conflict in the short term, but it is possible that the conflict will grow and manifest in more challenging ways. Managers who confront conflict unnecessarily, may escalate conflict rather than manage it strategically.  An awareness of one’s own style and of how to flex our style to manage conflict more effectively in the workplace is key.

Training in conflict management skills is also key to empowering managers to have difficult conversations in the workplace and to manage conflict before it destabilises plans, relationships, and timelines. Unmanaged conflict is expensive in terms of time, resource allocation and opportunity costs. Active listening skills, an awareness of joint-problem-solving processes and the ability to manage emotion are among the skills that will give managers tools to use in their day-to-day interactions with employees.

Workplace mediation skills will also enable them to intervene proactively in conflicts between employees in the workplace. A trained team of in-house workplace mediators presents an opportunity for the resolution of disputes at an early and less formal stage of conflict.

Organisations are increasingly recognising the need to take the well-being of their employees seriously. Neglecting employee well-being may give rise to workplace problems, such as stress, bullying, conflict, alcohol and drug abuse and mental health disorders. The opportunity that Covid19 created for employees to work remotely has raised questions about exposing themselves to the pressures of toxic workplaces and has made many employees more assertive about avoiding such environments.  There is a greater demand for well-managed workplaces.

Strong leadership, opportunities for training and development, effective conflict management and dispute resolution, and open communication in the workplace are essential in making the workplace a more satisfying and productive place.

Contact Conflict Dynamics to discuss your needs in relation to conflict management skills training for managers.